How To Be A Great Manager

How to be a great Manager

HOW TO BE A GREAT MANAGER

 

As a manger our success is dependent on our leadership ability. To lead people there are a few things we have to know. A.) Why are they here and what are they motivated by? B.) How can we operate in a way to not only bring the best out of everyone individually, but as group as well. Anyone can have an idea or a vision but in most cases success comes from being able to organize and lead.

 

Motivation

What drives us?
Rewarding people with a — If you do this you get that — type of system?
For simple straight forward tasks, it works. 
For conceptual creative thinking, it does not.

Money is a motivator only to a certain degree. 
You should pay people enough to take the issue of money off the table.
The truth is there are three things that motivate us. 
Autonomy Mastery and Purpose — credit|Daniel Pink

Autonomy — The desire to be self directed. If you have the culture and the vision set allow people to be self directed delegate and do not micro manage. provide support.

Mastery — The urge to get better at stuff. Thats why people play music on the weekends. Some of the greatest software and code was built by people in their free time i.e. Wikipedia.

Purpose — the reason to get out of bed in the morning. You have to have a why. If people don’t believe in the purpose or they simply don’t know the purpose results diminish. Everyone in the organization has have there own why, and they have to know the why of the organization.

 

Managers Role

Simplify and Clarify — What are the 3 or 4 most important things make the simple and focus on them. Ask questions that clarify. Help them gain clarity. Simple yes or no’s or should we do this or that. Every bit of clarity and step we remove adds a 20–30% increase in productivity.

Allocate Resources — Where do we put our time and energy? Make sure everyone knows whats important and whats not important. Journalists typically come up with their own stories but the editor choses what they cover, and this should be done based on their area of strength, desire, and expertise. The editor then works to keep a consistent voice by editing/making changes. You know you are making progress if you make less changes each time.

Delegation — The big question is to who, and how much. This method is Called task relevant maturity. Simply has this person ever done this before? It’s really simple, how mature is this person in doing something? And the more they have done the exact same task before, the more rope you are going to give them. And the more they are trying something new, the more you are going to instruct them.

Building Structure — Barrels & Ammunition most great people actually are ammunition. But what you need in your company are barrels. And you can only shoot through the unique barrels that you have. That’s how the velocity of your company improves, having barrels. Then you stock them with ammunition, thats when you can do a lot. Barrels can take an idea from conception all the way to shipping, and bring people with them. If you see people going to someone asking for help constantly they are probably a barrel. You should keep giving them more responsibility. For the ammo you want to keep them focused, giving them only one or two tasks at a time. The founder of linked-in would only allow his employees to work on one thing per day he would not even speak to them unless it was about that one thing. This is pretty extreme but keeping the focus on simplicity is where to start

Details — The secret is in the details, from office space to beverage selections. If you want to build shitty websites buy your employees shitty computers. If you put people in an environment that promotes happiness thats what you will get. Create a culture and an environment that feels successful.

credit|Ben Howowitz